Finding the Hidden Talent in Your Employees

As leaders, we hire and manage people to the tune of job descriptions and organizational objectives. Are they a fit? Do they have the right skills? Are they getting the job done? And in most cases our employees are tailoring their talent and behaviors to the same tunes, as dictated by the environment, necessity, survival. 

So when a new project or product or other internal opportunity comes along that requires skills outside those observed and documented on your team, what do you do? Probably what’s easiest – go out and find someone with the specific skills. 
But here’s the thing.  There could be someone on your team who has an underlying skill or quality that maps to the new opportunity. It could be a hidden talent that has lain dormant because their current role doesn’t require it. Making an effort to get to know your employees and to understand their capabilities and motivators beyond what’s currently required of them can significantly enhance your overall talent strategy.

In one-on-one meetings with your employees, and certainly as part of the performance review discussion, ask questions beyond the typical status updates and encourage employees to share their ambitions and motivators. Here are three sample questions to start with.

1.       What is one dream or ambition from your childhood or young adulthood that still sticks in your mind? What keeps it there?

2.       What do you like best, and what do you like least about your current role?

3.       If you could add one new element to your job, what would that be?

Your employees will be pleasantly surprised and pleased when you take the time to listen to their ambitions. And you may discover a treasure trove of talent you didn’t know you had. It’s a win win.

Want to learn more about how to discover the hidden qualities of your team and yourself?  Please contact me, Rebecca Bales, at RebeccaBales@luminalearning.com.

Lead on,

Rebecca

Leadership of Introverts vs. Extroverts

What are your thoughts on linking leadership success to whether someone is an introvert or an extrovert? I found an interesting article on this topic.

Article link: Brisbane Times (Australia)

I do not agree with putting people in boxes. We need to recognize the unique strengths of an individual leader who may have both introverted qualities as well as extroverted qualities. Then, based on the strengths of the leadership qualities they possess, leaders must adapt their style based on who they are interacting with at the time to be effective. To say that a leader who is extroverted is a better leader than an introverted leader, or an introverted leader is better at inspiring innovation in others not only stereotypes a person according to the strengths and traits attributed to an introvert or an extrovert,it assumes that this leader, who may high qualities of extroversion, has ALL facets of extroversion and is not high on some and low on others. To type someone in this manner limits our understanding of an individual’s strengths a swell as places limitations on our beliefs of the capabilities of that individual. Individuals are complex and should not be placed in boxes, limiting the beliefs about their effectiveness, their capabilities and their ability to develop and expand.

What are your thoughts on this? I would love to hear!

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